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> In the other 10% the PIP was an order from above that the line managers disagreed with and thus set a reasonable performance level. An examples on how those

• blitzar 3y ago
  For the most part they looked like they worked out fine - generally it was a personal problem, people not "liking" people. The line manager gave the nudge and wink to be "extra nice" to the meglomaniac in the senior suite and after a few months cooler heads prevail, along with a documented performance. A lot of actual real world peformance and what people actually do isnt really visible when you are a few layers up (or in a different team). Sooner or later in an organisation large enough someone is going to assume simply because they dont like someone over there, that person does nothing all day long. If one was particularly skilled you could probably use these sorts of things to undermine upper management that is already on the ropes - but that is an advanced technique.